Analysis of the Data Included in BIMS Case by Computing Descriptive in the Form of Tables - Statistics Project Example

Analyze the data included in BIMS case study Part by computing descriptive statistics in the form of tables, charts, measures of central tendency, and variability. Descriptive Statistics N Range Minimum Maximum Mean Std. Deviation Variance Statistic Statistic Statistic Statistic Statistic Std. Error Statistic Statistic Q1 78 6 0 6 2.82 .162 1.430 2.045 Q2 78 6 0 6 2.74 .167 1.472 2.167 Q3 78 5 0 5 2.81 .159 1.406 1.976 Q4 78 6 0 6 2.79 .176 1.557 2.425 Q5 78 5 0 5 2.88 .159 1.405 1.974 Q6 78 4 0 4 2.06 .112 .985 .970 Q7 78 4 1 5 2.87 .157 1.390 1.931 Q8 78 6 0 6 2.67 .171 1.509 2.277 Q9 78 3 1 4 2.22 .098 .863 .744 Q10 78 6 0 6 2.67 .163 1.438 2.069 A 78 3 0 3 1.68 .078 .693 .480 B 78 326 2 328 53.99 7.360 64.997 4224.662 C 78 2 0 2 1.59 .062 .545 .297 D 78 2 0 2 1.79 .053 .466 .217 Valid N (listwise) 78 Table 1: descriptive statistics for question 1 to 10, and A to D Frequencies Statistics Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 A B C D N Valid 78 78 78 78 78 78 78 78 78 78 78 78 78 78 Missing 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Mean 2.82 2.74 2.81 2.79 2.88 2.06 2.87 2.67 2.22 2.67 1.68 53.99 1.59 1.79 Median 3.00 2.50 3.00 2.50 3.00 2.00 3.00 2.00 2.00 2.00 2.00 27.50 2.00 2.00 Mode 2 2 2 2 2 2 2 2 2 2 2 14 2 2 Sum 220 214 219 218 225 161 224 208 173 208 131 4211 124 140 Percentiles 10 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.90 1.00 1.00 20 1.00 1.00 1.00 1.00 2.00 1.00 1.80 1.00 1.00 1.00 1.00 8.80 1.00 2.00 25 2.00 2.00 2.00 2.00 2.00 1.00 2.00 1.75 2.00 1.75 1.00 11.75 1.00 2.00 30 2.00 2.00 2.00 2.00 2.00 1.70 2.00 2.00 2.00 2.00 1.00 14.00 1.00 2.00 40 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 17.60 2.00 2.00 50 3.00 2.50 3.00 2.50 3.00 2.00 3.00 2.00 2.00 2.00 2.00 27.50 2.00 2.00 60 3.00 3.00 3.00 3.00 3.00 2.00 3.00 3.00 2.00 3.00 2.00 50.20 2.00 2.00 70 4.00 4.00 4.00 4.00 4.00 3.00 4.00 4.00 3.00 4.00 2.00 60.30 2.00 2.00 75 4.00 4.00 4.00 4.00 4.00 3.00 4.00 4.00 3.00 4.00 2.00 70.00 2.00 2.00 80 4.00 4.00 4.00 4.20 4.00 3.00 4.00 4.00 3.00 4.00 2.00 83.80 2.00 2.00 90 5.00 5.00 5.00 5.00 5.00 3.00 5.00 5.00 3.00 5.00 3.00 121.00 2.00 2.00 Table 2: descriptive statistics for question 1 to 10, and A to D Bar Chart Figure 1: Frequencies of question 1 to 10, and A to D In general, question 6 (you are paid well for work you do) has the lowest positive feedback on average. This means that salaries do not, generally, commensurate with the skills of the works, and this could be a major disincentive factor. Most of the workers work in department 2 (the mode is 2). Seemingly, most of the workers neither enjoy working in BMIS nor their shifts because of lack of motivation. When asked whether their request for their desired shift was fulfilled, the majority of the workers disclosed lack of fulfillment, again pint out another cause of their dissatisfaction. An average of 2.79 for those who disclosed that they called in sick for the last month only is extremely high, which could be a pointer that the workers are stressed up or suffering from other problems that are associated with lack of motivation. Question 5(Are you well trained for your work) has the highest positive feedback on average, indicating that the company is making some good efforts in training the workers, though without motivation this training may not bare much fruits. The question on whether the workers are treated well by their supervisors shows a relatively higher average (2.87), perhaps indicating that the supervisors are well training to handle their juniors, but still there is a substantial amount of negative feedback reflecting mistreatment. The managers, also, faired quite well at an average of 2.67, meaning they are also well trained to perform their job. However, there is a very serious problem of communication in the company (average = 2.22). Finally, it seems the job security is quite assured at an average of 2.67, but a lot need to be done to make sure all workers have no fear of losing their jobs, because this could be affecting their performance. Question B (how long have you worked for BIMS) has the highest variance statistics, which is an indication that the annual workers turnover is very high, perhaps caused by lack of motivation. The variance on question 9 is very small, which implies an almost unanimous opinion that there is poor communication in the company. Lawler (2000) observes that, in order for an organization to create capabilities in its employees, it is essential to have competitive advantages – this is largely lacking in BMIS. In a competitive market, every organization tries to improve the performance of its employees, and to meet its targets, including using different methods to motivate them in performing their duties. In the conventional approach, according to Lawler (2000), motivation can be achieved through monetary incentives, hierarchy, close supervision, and the cautious description of tasks. In order for BMIS to ensure that a monetary incentive is successfully in influencing workers to perform, it must have an important effect on them (Lawler, 2000). Wilson (1999) maintains that, in order to get and retain competent and skillful employees who can help the organizations effectively meet their goals, it is important to maintain an environment where the employees are rewarded and valued for attaining desired results – this again is lacking in BMIS. Incentives must be targeted on those activities and behaviors that help BMIS meet their goals, including increasing the workers remuneration, which has been reported to be a major cause of discontentment by the workers. Good monetary incentives send messages to the employees and managers about what the organization considers as important. The managers can apply the theory by Abraham Maslow, which illustrated a hierarchy of needs that placed security needs and basic survival at the base of a pyramid of human needs. The needs that came top of the pyramid included self-esteem, acceptance and self-actualization. Maslow added that the higher needs cannot be satisfied before satisfying the more basic needs; and once satisfied; the basic needs cease to act as motivators (Smoke, 1998). As such, some researchers have suggested that, once people have earned enough monetary compensation to meet their basic needs, money ceases to be a motivator. Therefore, the BMIS workers are highly dissatisfied, perhaps because they are yet to get satisfaction on their basic needs, due to poor pays. Furthermore, in his modified version of the hierarchy of needs, Herzberg stated that employees can be dissatisfied due to lack of fair compensation, but money alone cannot be an incentive for employees (Smoke, 1998). This means that the BMIS needs to decide on a couple of other issues that can make workers happy while working, besides increasing their remuneration. Most employees use a company’s rewarding system to evaluate whether the firm truly rewards people on a performance basis. It could therefore be unlikely that salaries are the only causes of employee’s decision to leave BMIS. In a research conducted by Al-Aamri (2010) featuring a survey conducted by the Corporate Leadership Council discovered that, although many employees join companies for motives such as better pay, employment benefits and career growth opportunities, they are more motivated and work hard towards the achievement of emotional benefits or satisfaction. This research, therefore, shows that monetary compensation, though important, BMIS cannot use it alone in ensuring that employees are motivated. The employees have expressed that they do not enjoy working in the company, and hence it is essential that more survey is conducted to determine non-monetary incentives that can be introduced. In addition to this very important factor of motivation, BMIS must hire the right people for the right jobs, especially to fill the positions of supervision and managerial, since many workers have expressed dissatisfaction with their leaders. This serves to emphasize the point that employee retention level will depend partly on the people hired, their qualification for the assigned jobs and how well they are managed afterwards. Furthermore, Kreisman (2002) states that the bottom line is that the role and conduct of the human resource manager will play the most significant part in an employee’s decision to stay or depart from any organization. Although BMIS may purpose to provide its employees with a good pay, as well as room for personal career advancement and recognition, if the workers do not like their manager, they will leave. As a matter of fact, the primary reason for high employee turnover in most organizations is dislike or lack of respect for immediate supervisors. BMIS should, therefore, take precaution against employee departure because when people leave the company, they take their value with them and in most cases their destination is the company’s rivals. References Al-Aamri, A. D. (2010). Employee motivating in private organization. Open University of Malaysia. Kreisman, B. J. (2002). Insights into employee motivation, commitment and retention. Business Training Experts. Lawler, E. E. (2000). Rewarding excellence. San Francisco, CA: Jossey-Bass. Smoke, C. H. (1998). Company officer. Albany, NY: Delmar. Wilson, T. B. (1999). Rewards that drive high performance. New York, NY: Amacom. Read More